The only thing you get to change is yourself, and in the prerequisites to this course we’ve given you real tools to do that. Now, use those tools to influence the course of your future, your team's future, and your organization's future. Make a plan for yourself that will help you help others, and learn skills to make it happen.
Listening and being sure of your values underpins everything that comes with professional influencer and leadership soft skills. We’ll go on to look at self-assessment and leadership planning, negotiation, addressing and resolving conflict, and successfully identifying and promoting circumstances you want.
After this course, you will be able to:
- state your own mission and plan with confidence
- negotiate and persuade
- deal with difficult people
- contribute to crafting a working environment you want to work in
The prerequisites for this course are Courses One and Two of the Specialization "Professional IQ: Preventing and Solving Problems at Work".

教學方

C. K. Gunsalus

腳本

[MUSIC] As you consider this lesson's two minute challenge, your friends future, this could be a defining moment for you. It's a classic conflict of loyalties between your work and your friend. Telling the truth is a right and a good value. And honoring your work obligations is a good value. Honoring your friendship, protecting your friend is a good value. How you reconcile this right versus right dilemma will be a defining moment for you. And one of the things about you building your reputation and becoming a leader is it's not just what you do today that this will affect. It will affect what you might become. And it's important to think about making your choices now to match your aspirations for what you'd like to become. This is a hard one and a lot of people struggle with this. It comes up in all numbers of guises. If you've never had this particular challenge, imagine one like it that involves a conflict of loyalties. Let's hear what some of our experts think about this one. >> I think in receiving information that could impact a friend's future is really difficult. I really think that from a personal perspective I would stay out of it as well because things change along the way. And so while you may have information that may impact this person today, by the time it actually gets to that person may be a different outcome than the one you were aware of. Additionally, you just put yourself in a rough situation between your friend and your current employer. Where you could find yourself in the same situation because you simply shared that additional information. I think if you felt strongly enough about whatever information that you had, whether that was concerning a layoff as stated in the example, I would almost follow up with the employer to be able to say, hey I know x, y, and z. I know Joe is looking to maybe close on a home or make this purchase, and that information that you're going to share with them is going to hugely impact them. And maybe there's an opportunity to just speed up the process or make sure that Joe gets that information sooner than it was originally planned in order to assist the friend. But I think even if the employer chooses not to, it's not your business. Stay out of it. >> I place my career very highly in the hierarchy of things in my life. And if something is entrusted in me, my boss has given me this information in confidence, then it is upon me to preserve that confidence. I don't feel that I would be in a position to be trusted with any information in the future if I somehow come out and divulge this or try to engineer a way to tell my friend. There's a lot of different ways you could speculate on how to engineer that conversation with your friend. But ultimately you're betraying a confidence that was placed in you. So I wouldn't say anything. The one thing I would potentially do above and beyond just sitting on this information, would be to go back to my boss in this case and say, hey, I'm in a tough spot here. And just ask a few questions. Say, is there anything I can do to help change the course of this scenario? Because I know some things about my friend that would change his life if he knew now. You may actually do him a great benefit if you accelerate this decision on his behalf. And even if it's as simple as saying I'm a little bit uncomfortable knowing this information. But I want you to be aware of that and leave it at that. >> And I've shared something in confidence with a direct report and they've used it to help someone they know. It goes down to trend, pattern or one-off. If this is only one time that this individual has ever taken something that I have given them in confidence and made a mistake, I would sit with them and say that maybe I wasn't clear. And I'll take the blame for this. What I shared with you I thought I shared in confidence. And it appears that you have passed that on to someone for their benefit. And that's not what I would have hoped you would have done with the information. I would hope this is a learning lesson for you. That in your role there's higher expectation that your obligation is to the company first, not to friends that might benefit from information you know. So conversely, if it is a pattern of it, I would sit down with the individual and say this is one of multiple times where you've shared information with people to their benefit that I have asked you not to share. And it's become a performance issue. The worst that could happen is if this trend continues is that you won't be able to perform, in my opinion, in the function that you're in. That you've obtained a level that you cannot maintain. >> This is really tough situation and I think it puts all of your different values at play. I'd say the first step is really thinking about other ways you can talk to your friend without giving away all the information. Or if there were a transcript of the conversation you didn't necessarily say anything that revealed any information, I think that's one piece. I think the second is what's, in some of these cases it might be federally restricted information, right? If there's a murder happening that hasn't been announced and you know about it and this person is getting cut as soon as it goes through. Now you're not just talking about a company code violation. You could be talking about a SEC violation, right? So I think one, understand this is a great example of what are the rules and regulations at play here. Make sure you understand what's going on. Understand the code and everything. I think it's also important to maybe have a conversation with your boss. And say hey, I know Sam is about ready to buy a house. Can we think about something else we could do. Maybe there's a severance option that you don't know about. And so you could not tell Sam but you could fight for Sam to be protected for six months, so it wouldn't be a total career ending thing. I think there's a bunch of different options and this is one where it's trying to find alternatives. But if it's push come to shove, it's hard for me to say that I wouldn't choose my own family member over this information. It's a tough situation because either your family's going to be really mad at you at the end of the day. Or your boss or your company will say you've committed a violation and you might be joining Sam in the unemployment world. And so it's a really tough situation and I think the biggest thing to be able to do is to at least push for some other options. How can you talk to Sam, how can you talk to Sam's boss, to your boss, sort of create this other option? And the realistic answer might be you cannot. And so at some point that just might be the case and you might do everything you can do dissuade Sam from buying a house right now. So I think this is the place where the decision-making framework comes in handy. And there's a lot of specific things you'd want to think about. To not only understand the rules and regulations at play, the different options that there are, other people you can talk to, and ultimately the scripts that you'd want to use to have those conversations. This is a tough one. [MUSIC] [SOUND]